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thomson medical
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honesty
Master |
30-Aug-2026 19:07
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PL and son must pull up high their socks to create more value. look at the volume to sell more than few millions queuing to sell at pathetic low of 0.054 and sadly not even a penny of dividend and to conserve cash when there is cash to pay dividend or best to buy up another local hospital. RafflesM is doing so well
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Checkerman
Master |
30-Aug-2026 10:51
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Hopeless counter 😆
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Joelton
Supreme |
29-Aug-2026 13:22
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Thomson Medical diversifies beyond obstetrics amid falling birth rates, narrows FY2026 losses SINGAPORE &ndash Thomson Medical Group (TMG) will increase its focus on building out its specialities beyond obstetrics and gynaecology (O& G) as birth rates here continue to fall, putting a dent in its Singapore business. Group chief executive Melvin Heng told The Straits Times that although the business was driven by higher revenue intensity and reduced discounts to corporate customers, profitability was hit by higher costs of drugs and consumables, and increased headcount. Depreciation and amortisation were also higher as the group continues to invest in capabilities to support its transformation. Over the past few years, TMG has been expanding its services beyond O& G, a specialisation that it has historically been known for, to include different specialities catering to the needs of families across different life stages. These include general surgery, gastroenterology, ENT and orthopaedics, which Heng said complement the group&rsquo s existing strengths &ldquo rather than simply adding services.&rdquo This comes as its core business faces challenges due to Singapore&rsquo s falling birth rates over the years, with the total fertility rate sinking to a record low of 0.87 in 2025. &ldquo Singapore&rsquo s declining birth rate is clearly part of the longer-term environment for a business with Thomson&rsquo s heritage in maternity,&rdquo said Heng. &ldquo We remain committed to women&rsquo s and children&rsquo s health, but our growth is increasingly coming from following patients and families through a much broader range of healthcare needs over their lifetime.&rdquo He said bringing together the right doctors, clinical capabilities and supporting infrastructure takes time, but the ecosystem has become more established, while the broadened speciality mix has also improved utilisation of its operating theatres. He added that the transformation has allowed the group to become &ldquo a top partner of choice for all major insurers and payors in Singapore&rdquo . Heng also noted that the incentives for families announced by Prime Minister Lawrence Wong at the recent National Day Rally could positively impact business. &ldquo We welcome the Government&rsquo s stronger support for families announced at the National Day Rally. These measures address some of the financial and practical pressures associated with raising children, which is positive for Singapore families.&rdquo But any demographic response will still take time, and therefore TMG&rsquo s strategy in Singapore will continue to remain broader than maternity alone, he said. At the group level, total revenue rose 6.4 per cent year on year to $420.1 million, while its net loss after tax narrowed 40.8 per cent to $27.8 million, down from $47 million a year ago. Heng said the group has been making investments to upgrade and expand its Singapore and Malaysia businesses, while a portion of its losses is also attributed to the costs of acquiring Vietnam&rsquo s FV Hospital in 2024. &ldquo We went into these investments knowing that there would be an impact on earnings before the benefits were fully realised,&rdquo he said. &ldquo There is still more work to do, but the direction of travel is consistent with what we expected as these investments mature and contribute more meaningfully to the group.&rdquo Its Malaysia business was a strong contributor, with revenue from the market rising 19 per cent to $125.3 million and profit increasing almost fivefold to $5.3 million. While it did not disclose its profitability by individual speciality, TMG said it saw the strongest growth momentum in oncology and other specialist services. This was in part driven by the full-year earnings contribution from its oncology centre, which opened at its Kota Damansara hospital in Selangor state in November 2024. The group intends to build on the market&rsquo s growing position as a medical tourism destination by expanding its hospital&rsquo s ability to serve overseas patients through a broader range of specialist services and stronger clinical capabilities. &ldquo This is an area where Malaysia has been building momentum over time, and we see further opportunity to grow that international patient base as our specialist offering deepens,&rdquo Heng said. The group is also developing a massive $5.5 billion mega project in the Johor Bay area, which will include a multidisciplinary hospital and facilities for aged care and assisted living, alongside luxury residences and hospitality offerings. The ringgit&rsquo s appreciation against the Singapore dollar since the fourth quarter of 2025 also led to a positive translation impact on its ringgit-denominated assets, he added. Meanwhile, revenue in Vietnam rose 2.9 per cent to $101.3 million on higher patient volumes, although the weaker Vietnamese dong weighed on growth by reducing its revenue contribution. Segment profit also rose 10.3 per cent to $3 million. Heng said TMG&rsquo s FY2026 financial performance gives the group a stronger operating base with operating cash generation strengthened and financing costs declined. &ldquo The focus ahead is to keep building on that momentum, deepen the capabilities we have established, and continue translating the strategy into stronger performance over time.&rdquo Shares of TMG closed flat on Aug 28 at 5.4 cents. |
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Joelton
Supreme |
27-Aug-2026 10:03
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Thomson Medical narrows H2 net loss to S$19.5 million on lower goodwill impairment, finance costs [SINGAPORE] Healthcare operator Thomson Medical : A50 +1.89% narrowed its net loss for the second half ended Jun 30 to S$19.5 million, from a net loss of S$34.7 million for the previous corresponding period. The lower net loss came on the back of a 48.7 per cent reduction in other operating expenses to S$61.3 million, from S$119.4 million a year earlier. In a bourse filing on Wednesday (Aug 26), the group attributed this mainly to a lower impairment loss on goodwill arising from its acquisition of Far East Medical Vietnam. This amounted to S$15.2 million, compared with S$75.1 million previously. Thomson Medical&rsquo s net finance costs also fell 14.7 per cent to S$23.2 million in H2, mainly due to lower interest rates. Revenue rose 5.8 per cent year on year to S$207 million, from S$195.6 million. Loss per share improved to S$0.00074, from S$0.00131 a year earlier. No dividend was declared for FY2026, unchanged from the previous financial year, as the group intends to &ldquo conserve cash for its working capital needs and to fund any potential growth opportunities&rdquo . Thomson Medical attributed the top-line increase mainly to &ldquo higher revenue intensity in Singapore&rdquo , reduced discounts to corporate consumers and higher revenue contributions from its oncology centre in Malaysia. &ldquo In addition, the revenue in Vietnam has also increased due to higher patient volumes,&rdquo the group added, noting that the increase was &ldquo offset by an unfavourable exchange rate&hellip which resulted in lower translated revenue from Vietnam&rdquo . For the full year ended Jun 30, Thomson Medical recorded a net loss of S$27.8 million, narrowing 40.8 per cent from the net loss of S$47 million posted for FY2025. Full-year revenue rose 6.4 per cent to S$420.1 million, from S$394.7 million a year earlier. Looking ahead, Thomson Medical &ldquo expects to continue incurring losses over the next 12 months as it continues its investment, expansion and transformation&rdquo . &ldquo However&hellip the group is well positioned to capture emerging opportunities and translate its capabilities into sustainable, quality growth and greater value,&rdquo it added. The counter ended 1.9 per cent or S$0.001 higher at S$0.054 on Wednesday, before the results were released. |
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Joelton
Supreme |
20-Jun-2026 13:45
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Thomson Medical Group, Johor Bay and its Southeast Asian ambitions In its 47-year history, Thomson Medical Group has built a reputation as a leading provider of women&rsquo s and children&rsquo s services. Its 187-bed Thomson Medical Centre (SGX:A50) is known as one of Singapore&rsquo s leading maternity hospitals, accounting for more than 20% of births annually, according to the group. Despite its success, executive director and group CEO Dr Melvin Heng, who joined in 2022, envisions something more. &ldquo There hasn&rsquo t been such a focus for many, many years,&rdquo he says. &ldquo When I joined, there was an opportunity for us to take a view on how we&rsquo re going to grow the group.&rdquo From the discussions, the group agreed that it wanted to build more clinical specialities. &ldquo The idea was not just so that we can have a bigger catchment of patients or surface area for patients to come to, but we realised that we created so much value,&rdquo he says, noting that many of the families he meets are Thomson babies. &ldquo So they have this endearment towards the brand, and we kind of let them down by not being able to stretch.&rdquo Naturally, when the group looked to expand, it focused on areas aligned with its existing strengths, including complex gynaecology, oncology, fertility preservation and children&rsquo s surgery. &ldquo There was so much we felt that we could go deeper than palm them off to some other provider.&rdquo One of Heng&rsquo s priorities was Thomson Medical Centre itself, a building that had not been renovated since it was completed 47 years ago. Under his watch, the ground floor was gutted and rebuilt with a new lobby, relocated pharmacy, blood bank and, most notably, an MRI machine. The idea had been mooted many times but rejected for several reasons, including floor load and the risk that its magnetic field could cause disruption. There was also concern about interference from external traffic, Heng notes. &ldquo But we did it, and it&rsquo s functioning. And that&rsquo s why we feel there&rsquo s so much more that we could put into our hardware to support this aspiration of really empowering patients&rsquo journeys.&rdquo The partnership playbook Beyond hardware, Heng is exploring ways to expand the group&rsquo s capabilities through strategic partnerships, rather than buying specialist groups outright. &ldquo We felt that when you buy something, the doctors have cashed out. They don&rsquo t have any more alignment,&rdquo he says. &ldquo We felt that it was better to keep them aligned to their practice, but collaborate with them in a way, with a commercial structure that incentivises both parties to work for the success of the facility.&rdquo The model isn&rsquo t new, given that there are private equity models that have taken on a similar direction, but this model is something that the group has &ldquo unlocked&hellip pretty well in different countries&rdquo . One example is the group&rsquo s 2024 partnership with OncoCare Medical, a portfolio company backed by Temasek&rsquo s 65 Equity Partners and Hong Kong-based private equity firm Templewater. This collaboration aims specifically to elevate cancer care standards across Thomson&rsquo s network in Malaysia. The experience, says Heng, was &ldquo magical&rdquo , as the group had brought in &ldquo very, very incentivised doctors&rdquo who were business owners and were also at the top of their game in oncology care. The partnership gave these doctors an opportunity to have a place and a blank canvas to build their services. Patients who come through such partnerships will then flow through the group&rsquo s ecosystem, using its diagnostic centres and labs and subsequently being referred to other specialists. To Heng, these models are &ldquo very exciting&rdquo to work with because healthcare is, in his terms, a &ldquo team sport&rdquo in that so many stakeholders are involved. &ldquo Getting the alignment from stakeholders is key. Everyone needs to feel that they are taking something back.&rdquo While he acknowledges that the group can do everything on its own and organically, the outcome of these partnerships is &ldquo greater than the sum of the individual parts.&rdquo Besides its own clinics in Singapore, OncoCare set up the Thomson OncoCare Cancer Centre at Thomson Medical Centre last year. Given that OncoCare is part of the regional oncology network under Tamarind Health, Heng sees scope to replicate the structure across Thomson&rsquo s other geographies. Expanding in Vietnam Thomson may be smaller than peers like IHH Healthcare, but it has big ambitions in Southeast Asia, a region &ldquo we have decided to call our playground,&rdquo says Heng. Rather than being distracted by the &ldquo bright lights&rdquo of China, India and the Middle East, the company sees great opportunity in Southeast Asia as there are &ldquo a lot of needs and demands and patient requirements that are so unique that it makes sense for us to specialise in this area.&rdquo Thomson Medical&rsquo s acquisition of FV Hospital in Vietnam was the first step towards the group&rsquo s regional ambitions. The group announced in July 2023 that it had agreed to acquire the Ho Chi Minh-based hospital for up to US$381.4 million. At the time, the move was the largest healthcare acquisition in Southeast Asia since 2020. The group completed the acquisition of FV Hospital in January 2024. &ldquo The Southeast Asia mandate was there, and there was definitely a view to consider expanding and seeing where we could build up the group,&rdquo says Heng on the expansion. Recalling the situation then &mdash with Covid-19 coming to an end and changing demands for medical services &mdash the group definitely needed diversity. &ldquo Having another hospital in the fold was probably a good way for us to expand.&rdquo Yet the group didn&rsquo t want just any hospital but something that &ldquo made sense&rdquo . &ldquo We looked at a lot of opportunities in Malaysia, Vietnam, Thailand and Indonesia, but we landed on Malaysia and Vietnam as good opportunities,&rdquo recalls Heng. FV, a 250-bed, Joint Commission International (JCI)-accredited institution, was an &ldquo interesting target&rdquo . The hospital was established by a group of 15 French doctors in 2003. Today, it retains the rigour of a founder-led business and stands as one of the leading private hospitals in Vietnam. &ldquo I dare say that the reason why we thought that this was a good hospital to work with as well is that they were doing more than just treating simple cases. They were doing complex cases,&rdquo says Heng. &ldquo We were actually having foreign doctors from other countries do complex corneal transplants.&rdquo FV Hospital&rsquo s location was also attractive. &ldquo Ho Chi Minh City is the largest city. The majority of Vietnam&rsquo s population lives between Ho Chi Minh and the Mekong Delta. That&rsquo s about 70 million people,&rdquo he says. &ldquo The catchment is good the area itself has since [been] gentrified with very nice housing&hellip so it was a good location.&rdquo He adds: &ldquo We even had two other private hospitals next to us. So it was a little bit like a healthcare cluster.&rdquo Beyond FV Hospital, the group hopes to expand its presence in late 2025, it received permission to expand its grounds by another 10,000 sqm. Heng envisions Centres of Excellence in oncology, IVF, gastroenterology and cardiology as part of the expansion. &ldquo We think we could make this one of the best hospitals in Vietnam, if not already.&rdquo The big bet: Johor Bay In line with its Southeast Asia playbook, Thomson Medical Group&rsquo s next ambition is an integrated project on a 26-acre site within the Johor-Singapore Special Economic Zone (JS-SEZ). The site, located 1.2km from the upcoming Johor Bahru-Singapore rapid transit system (RTS) at Bukit Chagar and minutes from the Causeway and regional ferry terminals, has sat on Thomson&rsquo s books &ldquo for years&rdquo , says Heng. &ldquo The piece is well undervalued because on our books, it&rsquo s set at a much lower valuation than [its] potential.&rdquo The group had long intended to develop the land, with earlier master plans that never quite got over the line. When Heng joined in 2022, the land was one of his priorities. The groundwork began alongside the acquisition process, with hospital plans dusted off and wireframes revisited. External validation followed, as momentum built around the RTS link and the unveiling of the JS-SEZ. &ldquo It&rsquo s not that the SEZ came about and we started wanting to develop it,&rdquo Heng adds. &ldquo The SEZ has good and bad things. Hype is never great because hype is always built on sentiment. But if you look at the core principles of the location, the demographics of Johor, the rate of population growth, the initiatives to reduce the friction of human transport across the causeway, the arbitrage in terms of pricing for land, it does make sense for us just to develop a project.&rdquo The project, which has a gross projected development value of $5.5 billion, will be built in phases. &ldquo It&rsquo s about three and a half times the size of MBFC (Marina Bay Financial Centre). It&rsquo s huge, unlike anything,&rdquo Heng says. At its centre will be a hospital of about 300-plus beds. Moving away from the hospital nucleus will be active ageing and assisted living facilities, residential towers, hospitality, and commercial space. The plot also enjoys an attractive geographical location. &ldquo The hospital is in the middle of Johor Bahru city centre, with very few competitors around, with proximity to the RTS and to the causeway, and the freedom to paint around that canvas,&rdquo Heng says. The nearest competing hospitals are 20 to 25 minutes away. &ldquo We are going to be the closest hospital, really, to Singapore in terms of the Causeway.&rdquo Asked about the funding process, he says the group is in advanced talks with prospective development partners. But Heng is in no rush to close. &ldquo Getting the right partner is more important than meeting the timelines. We&rsquo d rather do things properly and find the right piece and right partner, rather than rush and force something just so that we can meet certain timelines.&rdquo One component still being worked through is the active ageing and assisted living product &mdash what it should look like in a Southeast Asian market with distinct attitudes toward elder care and multigenerational living, including retirement villages in Thailand, Club Med-style concepts, retainer fee models in China, and approaches seen in France and Australia. Yet, Heng remains open to ideas. &ldquo I think with a partner, we will have to take a view on what type of product is going to work.&rdquo Playing the long game Thomson Medical&rsquo s ambitions extend beyond bricks and mortar. Heng is also focused on strengthening the group&rsquo s digital capabilities. Unlike many hospital groups that outsource this function, Thomson runs its own in-house development teams in Ho Chi Minh City, Hanoi and Shanghai. &ldquo The software of the hospital is really key, and the hardware wraps around this software,&rdquo he says. &ldquo Without good software, it&rsquo s really hard to do anything, even though you have the best equipment.&rdquo The technology is beginning to reach the market in Singapore, with other geographies to follow once it has been proven. The aim is simple: to meet patients earlier in their journey, before they reach a clinic or ward. Increasingly, that journey begins online. Human capital is equally critical. The group has invested heavily in leadership pipelines, mentorship programmes, and structured career pathways for healthcare administrators. Finding talent is hard enough retaining it is even more challenging. For Heng, both strands come back to the same point. &ldquo It&rsquo s the best way to get market research, because these are your users,&rdquo he says of his approach to shareholder and patient feedback. &ldquo I tell you that when I was a hospital CEO, the QR code that the patient had in the room to give feedback &mdash every single room, I got an email. Why not? Because they are the end user.&rdquo Nearly four years in, Heng&rsquo s conviction in what Thomson Medical can become has not wavered. &ldquo I hope [the shareholders] see the potential in the platform that I see,&rdquo he says. &ldquo I think&hellip this group has a lot of potential, and being a Singapore-based healthcare company, I would love for them to really join us on the journey.&rdquo On June 1, the group announced the appointment of Cassandra Loh as its acting CEO for its Singapore operations. Loh, the group&rsquo s Singapore chief commercial officer, will take over from outgoing Singapore CEO Lee Suen Ming on July 1. She will continue to oversee her responsibilities as chief commercial officer. According to the group, the leadership change comes as it moves into the next phase of its transformation. &ldquo Suen Ming joined us at an important point in Thomson Medical Singapore&rsquo s transformation. On behalf of the group, I would like to thank him for his service, commitment and steady leadership over the past few years. He has helped to guide the Singapore business through a period of change, and we wish him the very best in his next chapter,&rdquo said Heng in the group&rsquo s June 1 statement. &ldquo As we move forward on our next phase of growth, our focus is clear: to drive excellence, stay close to the ground and ensure our growth plans translate into better outcomes for patients, doctors, partners and our people. Cassandra brings a strong mix of commercial discipline, healthcare experience, partnerships, operations and growth. Having her step into the acting CEO role while continuing as chief commercial officer will bring our commercial strategy and day-to-day leadership closer together, which is what this next phase requires.&rdquo |
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sweet639
Veteran |
07-Sep-2022 15:22
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Medical stock should be better by now, as most of the countries will treat Covid as normal Flu hope PL will do some thing
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honesty
Master |
07-Sep-2022 15:16
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mayb mistakenly said dividend 0.00115, perhaps could be more preferred by the owner, let' s await good news with extra hopefully
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honesty
Master |
07-Sep-2022 13:57
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indeed a cheap buy versus some oil stocks, medical business is on uptrend always and with the full opening of singapore, its going only North, those waiting for below eight won' t happen.It should be Huat(8) up all the way
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PQTPQK
Supreme |
07-Sep-2022 13:52
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seem strong today ...
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sweet639
Veteran |
07-Sep-2022 05:54
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CEO of Thomson Medicals resigned after posting good results, can someone find out what happened to the Mgt?
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sweet639
Veteran |
02-Sep-2022 08:35
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Why the price never moved up, instead of going down?with such a good dividends proposed. ant idea?
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honesty
Master |
01-Sep-2022 13:34
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agreed, from last profit of 12 million to 53 million, would have hit 0.10 above yet with the full economy opening up to probably cater to the night race on 1st october, more potential patients should be heading to TH for the medical services, perhaps PL and his mgmt team are not too marketing savvy to show TH has that potential of rise beyond 0.15 Hopefully they put in more effort to show their values
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rlong8288
Master |
01-Sep-2022 13:28
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Price seem listless after strong profit announcement....sight | ||||
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honesty
Master |
01-Sep-2022 11:24
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seems no strategic announcements yet to strengthen its share value, hopefully mgmt could make some positive plans on expansion and acquistion news to prove its value for money to hang on long | ||||
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